WEBVTT

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Ergon Energy Retail is

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the fourth largest retailer

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in Australia.

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There will be more transition

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in the next five years

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than we've seen

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in the previous 100 years,

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as we transition

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to renewable energies future.

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We were only the second retailer

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in Australia

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to migrate to this platform,

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and the only government

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utility in the world to do so.

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This transformation

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was a real achievement,

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so Ergon

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set out

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with a really bold ambition

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in a tough market context.

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So our transformation

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was ambitious from the start.

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A whole new range of retail capability

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CRM, Billing Engine,

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Meter Data Management,

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Settlement Solution,

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Data Lake Reporting,

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New customer portal.

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In addition to that, we were

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migrating more

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than a million customers.

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We partnered with both BCG and Kraken

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to modernize our technology platform.

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BCG’s role was to be

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a strategic execution partner

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for Ergon’s transformation.

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And our role was really

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end-to-end

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from build to operate

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and then transfer,

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driving that execution certainty

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and making sure

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that we were burning down

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those risks as they emerged

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and also driving the value

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that was in the business case.

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Choosing Kraken was a bold

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move for Ergon Retail.

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Organizations that will be successful,

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are bold in their thinking

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and have the courage to be different.

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We had to adopt and not adapt.

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So this isn't going through

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building something bespoke

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for our organization.

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We were changing

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our customer-facing staff,

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their ways of working

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and how we organized,

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to manage our customers.

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We achieved all that

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within 300 business days.

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We maintained a customer satisfaction

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rate of above 80%.

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The beauty of the transformation

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being so quick though,

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was that we were able to contain that

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level of impact

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to a short few months,

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as opposed

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to dragging it out for years,

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which is typical

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with other transformations.

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Moving to the new model

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has already seen a massive improvement

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in our customer happiness.

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They love being able

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to talk to one person

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and be able

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to resolve all of their inquiries

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without being handed off.

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What makes this truly impressive,

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I think, is that it wasn't

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just a technology re-platform,

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it was a genuine

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business transformation.

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And so that involves things

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like changing the way

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that business and IT work together,

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changing the way

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the agents engage with their customers,

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and really changing that culture

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from the bottom up.

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Culture is critical

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because beyond the transformation,

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you need your people

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to carry this model forward

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into the day-to-day.

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So our change effort and communications

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had to be very deliberate.

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There was regular communication

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to people

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about changing people's roles.

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We're also changing the way

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in which they communicate

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and interact with each other.

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Empowerment was one of the key factors

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in our success for this transformation.

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We were absolutely focused

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on making sure that decisions

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were made in the line,

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so those that were responsible for

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the outcome would also be those

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that were making the decisions.

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Experience really matters

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because large-scale projects

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often have a tendency to go wrong

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if they're not managed properly.

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BCG’s research

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with over 800 programs

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suggests that about 70%

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of these programs tend to fail,

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We deliberately set out to set up teams

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of internal staff

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who had deep knowledge

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base in the business

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and partnered them

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with experienced partners like BCG

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to ensure that we could get

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the best outcomes.

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Discipline in any enterprise

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transformation is important

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because our chosen method of delivery

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was a progressive

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or incremental go live.

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We needed to be absolutely certain

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that all

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the streams of the project

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were aligned and working in unison.

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BCG were pivotal in our transformation.

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BCG were pivotal in our transformation.

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Their experience

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and strategic insights

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helped navigate

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the complexities of the project.

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But what I loved most about them

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was they were with us

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every step of the way

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delivering successful

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outcomes together.